Search results

1 – 10 of 31
Article
Publication date: 20 May 2022

Haynes Cooney, Jacob Dencik and Anthony Marshall

Recent research conducted by the IBM Institute for Business Value found that 53 percent of organizations will position environmental sustainability as a top business…

397

Abstract

Purpose

Recent research conducted by the IBM Institute for Business Value found that 53 percent of organizations will position environmental sustainability as a top business priority by 2024.

Design/methodology/approach

The 3000 CEOs in our 2022 CEO study report that the greatest pressure they experience for improved sustainability and transparency now comes from their board, investors and ecosystem partners.

Findings

For successful organizations, sustainability is an integral part of the business strategy.

Practical/implications

Moving toward a more sustainable enterprise is an opportunity to transform and drive innovation throughout and beyond the organization.

Originality/value

While most organizations now have a sustainability strategy, only 37 percent have aligned sustainability objectives with their business strategies. Leading organizations co-create with ecosystem partners in new ways, creating new business platforms, pursuing innovation and aligning sustainability measures.

Details

Strategy & Leadership, vol. 50 no. 4
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 28 October 2021

Jean-Stéphane Payraudeau, Anthony Marshall, Jacob Dencik and Stephen Ballou

The Virtual Enterprise model expands potential for extreme digitalization, extended value chains and intelligent workflows, along with new partnership and ecosystem approaches.

Abstract

Purpose

The Virtual Enterprise model expands potential for extreme digitalization, extended value chains and intelligent workflows, along with new partnership and ecosystem approaches.

Design/methodology/approach

Analysis of a new survey of more than 7000 C-suite executives conducted by the IBM Institute for Business Value (IBV) provides new and striking insights into what operational, organizational and cultural environments are most conducive to effective and enduring digital transformation.

Findings

The Virtual Enterprise re-imagines how and where work is done, re-evaluating the necessity for physical assets, infrastructure and talent.

Practical/implications

The single most important characteristic of the Virtual Enterprise is “openness”, which brings value at three levels: inside the enterprise, with partners outside the enterprise and with the wider ecosystem.

Originality/value

The research found that the high technology adopters who focus on “openness” and “ecosystems” enjoy a 40 percent revenue growth performance premium over their advanced competitors.

Details

Strategy & Leadership, vol. 49 no. 6
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 13 September 2022

Cindy Anderson, Jacob Dencik, Anthony Marshall and Raj Teer

Central to the corporate response to decades of discontinuity has been a rapidly growing and increasingly impactful role of data and digital technologies. This article…

Abstract

Purpose

Central to the corporate response to decades of discontinuity has been a rapidly growing and increasingly impactful role of data and digital technologies. This article studies that co-evolution.

Design/methodology/approach

Reviewing annual and semi-annual IBM survey data from CEO interviews across the past 20 years, IBM Institute for Business Value research has gained a unique perspective on how corporate leaders have used data technology to stay at the vanguard of change.

Findings

In 2021, 62 percent of the highest performing CEOs said technology infrastructure, specifically data infrastructure, is the greatest challenge for their organization.

Practical Implications

From coping with uncertainty, change and complexity, to the need for more actionable insights, to empowering the individualization of the customer experience and engagement with ecosystem partners, data and digital technologies are now central to helping organizations address their top challenges.

Originality Value

Business leaders must think strategically about how the interplay between data, technology and business transformation will need to be shaped to catalyze even more value for the enterprise and its customers.

Details

Strategy & Leadership, vol. 50 no. 6
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 18 July 2022

Jacob Dencik and Anthony Marshall

IBM IBV research shows that interactions between several new digital technologies and between these technologies and other organizational capabilities enable and drive the…

Abstract

Purpose

IBM IBV research shows that interactions between several new digital technologies and between these technologies and other organizational capabilities enable and drive the business value needed for successful transformation.

Design/Methodology/Approach

Organizations should first identify the high value workflows and focus on what it takes to transform them.

Findings

IBM IBV analysis found that if an organization excels at implementing four key elements of transformation together with an integrated set of digital technologies, the revenue impact of a dollar invested is as much as 13 times greater than the revenue impact of a single technology such as cloud alone.

Practical/implications

Workflows provide an end-to-end perspective of what scaled transformation will look like while enabling identification of appropriate areas of immediate transformation.

Originality/Value

This paper especially valuable to practitioners and academics because it is sourced from multiple recent large-scale C-suite executive surveys conducted by the IBM Institute for Business Value, working in collaboration with Oxford Economics.

Details

Strategy & Leadership, vol. 50 no. 5
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 15 December 2021

Anthony Lipp, Anthony Marshall and Jacob Dencik

The more recent emergence of advanced digital technologies and the acceleration of process digitization, combined with rising stakeholder expectations, have created an…

Abstract

Purpose

The more recent emergence of advanced digital technologies and the acceleration of process digitization, combined with rising stakeholder expectations, have created an urgent imperative for organizations to embrace open innovation.

Design/methodology/approach

The analysis in this paper is based on a survey 2,379 executives representing 24 industries and 26 countries conducted by the IBM Institute for Business Value. IBV researchers used descriptive statistics to understand innovation trends. To understand the role of open innovation for business performance IBV researchers segmented the sample based on two criteria: extent to which the organization sees open innovation as important for their growth strategy and the extent to which they are effective in advancing open innovation.

Findings

Ecosystems are key to success with open innovation, creating value opportunities within and across the value chains. 10;

Practical/implications

Open and interoperable technologies like hybrid cloud, APIs, blockchain and AI allow for many more ways to create value by unlocking hidden potential in existing relationships.

Originality/value

Open innovation drives growth; new research found that 84 percent of executives think open innovation is important for their future growth strategy.

Details

Strategy & Leadership, vol. 50 no. 1
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 23 June 2021

Anthony Marshall, Jacob Dencik and Raj Rohit Singh

A recent survey conducted by the IBM Institute for Business Value (IBV) indicates that as many as 83 percent of companies see open innovation as important to their future…

411

Abstract

Purpose

A recent survey conducted by the IBM Institute for Business Value (IBV) indicates that as many as 83 percent of companies see open innovation as important to their future growth strategy.

Design/methodology/approach

The authors describe how significant recent advancements in digital technologies have opened up new opportunities for broader external collaboration.

Findings

Business is moving into a new phase in which ecosystems are not only an incremental part of the innovation process but integral to every element of it.

Practical implications

Hybrid-cloud acts as the technological glue enabling open collaboration, experimentation and co-creation across ecosystems.

Originality/value

The research found that the emergence of Hybrid Cloud (connectivity), AI (intelligence) and Blockchain (security, transparency and trust) as foundational technologies for more openness and collaboration has ushered in a new era of realizable open innovation.

Details

Strategy & Leadership, vol. 49 no. 3
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 14 May 2021

Jean-Stéphane Payraudeau, Anthony Marshall, Dencik Jacob and Rachna Handa

Executives surveyed by the IBM Institute for Business Value indicated that they are dramatically accelerating their company’s digital transformation during the pandemic…

Abstract

Purpose

Executives surveyed by the IBM Institute for Business Value indicated that they are dramatically accelerating their company’s digital transformation during the pandemic. And fully two-thirds said that the pandemic has allowed them to advance specific transformation initiatives that previously had encountered resistance.

Design/methodology/approach

To better guide others seeking to make the transformation, the researchers looked at which technologies make a difference between high performing and struggling businesses in this period of extraordinary change and challenges.

Findings

The “technology mix” recipe for success is changing. Increasingly, cloud and AI are becoming performance differentiators. Not only does technology adoption vary greatly across industries, but the relationship between technology adoption and financial performance varied significantly among industries.

Practical implications

Cloud has become a more important contributor to revenue performance during the pandemic in 11 of the industries analyzed

Originality/value

Tech-savvy organizations outperformed their peers in revenue growth across the 12 industries where technology acted as a performance differentiator.

Details

Strategy & Leadership, vol. 49 no. 2
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 23 August 2021

Golnar Pooya, Nathan Cheng, Anthony Marshall, Jacob Dencik and Namit Agrawal

Ecosystems’ digitally enabled networks that enhance corporate value propositions by linking corporate units, suppliers, distributors, partners, customers and other…

Abstract

Purpose

Ecosystems’ digitally enabled networks that enhance corporate value propositions by linking corporate units, suppliers, distributors, partners, customers and other stakeholders -- have become the engine that drives performance and strategic impact across economies. Article examines which ecosystem strategies are appropriate for firms in various situations.

Design/methodology/approach

A new IBM Institute for Business Value (IBV) survey of 700 executives involved in decision-making about their organizations’ ecosystem growth and partnering reveals that the companies most focused on ecosystem engagement consistently generate higher growth and more business value.

Findings

Analysis of the executive responses identified four distinct strategic approaches for ecosystem activity – Accelerate, Expand, Ignite and Reposition.

Practical/implications

Success is likely only if firms pursue the right ecosystem strategy for their situation, with the right business partners, executed the right way.

Originality/value

Ecosystems can enhance the value of products or services through both competition and cooperation with partners and rivals. For enterprises battling dislocation and disruption, ecosystems promote agility and resilience and can identify new revenue opportunities. As such, ecosystems have been the essential vehicle for growth and expansion for many corporations.

Details

Strategy & Leadership, vol. 49 no. 5
Type: Research Article
ISSN: 1087-8572

Content available
Article
Publication date: 1 November 2022

Robert M. Randall

Abstract

Details

Strategy & Leadership, vol. 50 no. 6
Type: Research Article
ISSN: 1087-8572

Content available
Article
Publication date: 31 August 2022

Robert M. Randall

Abstract

Details

Strategy & Leadership, vol. 50 no. 5
Type: Research Article
ISSN: 1087-8572

1 – 10 of 31